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real-time marketing

Another year, another line up of very, vey expensive ad spots on very, very expensive TV inventory.

As staggering as the numbers are: $4.5M for a 30-second media buy (most spots are 60 seconds), creative, production and A-list celebrities (did Carnival have to pay JFK’s estate or is that speech in the public domain one wonders?), there are layers upon additional layers of digital marketing investment associated with Super Bowl advertising. Web sites, app development, war rooms, social media investments, “making of” and other additional video assets.

The mind boggles.

Herewith, some takeaways from this year’s #BrandBowl.

RTM Goes Dark: The Super Bowl and real-time marketing have been synonymous since the game two years ago, when the lights went out and Oreo’s infamous tweet went viral. This year afforded brands no such opportunity, but consumer real-time reactions were overwhelming dark and directed at Nationwide. According to Amobee, there were close to a quarter of a million social mentions – the overwhelming majority negative – about the spot featuring a dead little boy reflecting on all that he would never grow up to do. So negative was the sentiment that the company issued a statement the following morning defending the spot, saying it wanted to “start a conversation” about safety.

The Art of the Tease: $4.5M is a lot of money to pay to air an ad that, effectively, has a broadcast life equivalent of a fruit fly. One obvious strategy that has become de rigeur in recent years is to accord the spot perpetual life – and views – on YouTube. Budweiser went one better this year by sharing its hyper-adorable “Lost Dog” spot before the big game, scoring close to 30M views on Facebook and YouTube before Sunday.

Far from losing by giving it away, the earned media buzz was palpable. You could almost hear America collectively shhh-ing one another Sunday night, “Quiet, you guys – you have to see this one!” #Win. Thanks, social media.

What calls-to-action? Superficially, it looked like the #HashtagBowl, but Salesforce.com’s Jeff Rohrs published some excellent comparative statistics on the decreasing calls-to-action in Super Bowl spots. Fifteen years ago we were shaking out heads when Super Bowl advertisers didn’t bother to insert an URL. This year, as Jeff points out, when there was a call-to-action such as a hashtag in a spot, it tended to appear on the screen for a mere second. That advertisers can be so nonchalant and fiscally irresponsible when it comes to engagement, amplification, and moving consumers down the funnel into other brand touches boggles the mind.

The Short Purse-strings Approach Rather than advertise, many brands chose to be there to maintain relevance and relationships with their audience during the big game. M&Ms knows it can’t top two years ago for a while, at least, but still engages via Twitter. AT&T responded to users mentioning rivals (and advertisers) Verizon and T-Mobile during the game. The most notable brand exploiting the Super Bowl with zero media buy may have been PETA, with an animal rights Twitter comment on every spot and game moment. The organization compiled these into a blog post Monday morning.

Here’s some intel I’m still waiting for from this year’s game:

Cord-cutter stats: NBC allowed PC and tablet users to stream the game this year, but that meant not seeing the ads, or at least seeing them on a separate page just after their aired on broadcast. The Super Bowl is a pretty social event, but it would be illuminating to see how many viewers stream, and how that stream swells, in coming years. Streaming will change the game. It’s hard to multitask on a tablet, cumbersome to watch and tweet and Facebook even on a computer (my personal viewing experience last Sunday – some of us are deeply grateful for the football-free experience). It should be noted that NBC did not allow phones to stream the game.

Squarespace’s Dreaming with Jeff campaign: The year’s most baffling spot, and one of the few that sent viewers to a web site (rather than encouraged social media resonance). Wonder how many people visited, and bought the album?

Predictions? Humbug. Never done ’em, never will. As a research analyst, predictions are antithetical to my methodology, which is research followed by analysis. My job is to work with data, information, and pattern recognition to draw informed conclusions — not gaze into a crystal ball.

The scene thus set, let’s look ahead to the new year and what it will bring insofar as content marketing is concerned. Based on my research in the field, I’m seeing seven overall trends in the field that will develop and strengthen in the coming year.

The content stack

The next big thing in content marketing technology, the content marketing stack, will develop significantly in 2015. Content stacks are necessary to consolidate the eight content marketing use cases identified in research we published on the content software landscape. No use case is an island. As organizations mature and become more strategic in their content marketing initiatives, it becomes imperative to seamlessly link execution to analytics, or optimization, or targeting, for example. We’ll soon see end-to-end offerings from the big enterprise players: Adobe, Oracle, and Salesforce.com. All are scrambling to integrate multiple content point solutions into seamless “stacks,” similar to the ad stack. In fact, content stacks will talk to the ad stacks, helping to integrate paid, owned and earned media. A couple years out, these two stacks will comprise what we refer to today as the marketing cloud.

Culture of content

Content is bigger than just the marketing department. It’s rapidly becoming nearly everyone’s job — and with good reason. Not everyone in marketing is a subject matter expert. Or understands customer service or sales concerns. Or is charged with recruiting new employees. Or develops new products or product features. That expertise and knowledge is embedded deep within the enterprise. Organizations that foster a culture of content by educating and training employees to participate in the content ecosystem can better ideate and create useful, meaningful content at scale that addresses numerous goals and serves a wide variety of internal, and well as external, constituencies. Watch for many more organization to follow the lead of companies, such as Johnson & Johnson, Kraft Foods, and Nestlé. They will train and empower employees, partners, and stakeholders to create, ideate, and leverage content.

Real-time

Time is a luxury, and will only become more so as brands face the challenges of remaining relevant and topical. Moreover, research indicates real-time campaigns can raise literally all desirable marketing metrics. Success in real-time is grounded in content strategy and often isn’t real-time at all in the literal sense. Instead, it’s meticulous preparation and advance creation of relevant content assets that can be deployed at the appropriate time or moment. Starbucks, for example, has content for warming beverages locked and loaded, so when the snow falls in your town, you’re tempted by that pumpkin latte. Training, assets, preparation, workflow — all these and more are elements of “real-time” marketing.

Social media normalizes

Social media will fade into the background. It’s not that social media is going away. But it’s fading into the background, which is a good thing, because it denotes normalization. “Social” will become just another channel, like search or email (the bright, shiny objects of earlier eras). Social media software vendors will reposition as content marketing purveyors. Their offerings will essentially remain the same, but this new positioning is more topical, and more broadly relevant.

Native standardizes

We define native advertising as a form of converged media that’s comprised of content plus a media buy. Native is surging in popularity, much more quickly than best practices are being established to govern it. This growth will fuel more disclosure, transparency, and policies in 2015 as native becomes much more closely scrutinized by regulators, industry associations, consumers, publishers, and brands.

Rise of context

For most of digital marketing’s relatively short history, personalization has been the ne plus ultra of sophisticated marketing. Addressing the customer by name, knowing their age, gender, date of birth, purchase history — all these data points help marketers deliver messages that are more meaningful and more relevant — and that, by extension, result in higher conversations and deeper loyalty.

Personalization is now being supplanted by technologies that can drive even deeper marketing and experiential relevance. Context’s untapped opportunity is to get an extremely granular understanding of customers, then to anticipate their needs, wants, affinities, and expectations, and develop unique insights to power better marketing across all devices, channels, localities, and brand experiences. Context, in other words, takes not only the “who” into account, but also the when, where, why, and how. Simply put — it’s deeper targeting, and more on-point messaging.

For most of digital marketing’s relatively short history, personalization has been the ne plus ultra of sophisticated marketing. Addressing the customer by name, knowing their age, gender, date of birth, purchase history – all these data points help marketers deliver messages that are more meaningful and more relevant – and that, by extension, result in higher conversations and deeper loyalty.

Personalization is now being supplanted by technologies that can drive even deeper marketing and experiential relevance. Context’s untapped opportunity is to get an extremely granular understanding of customers, then to anticipate their needs, wants, affinities and expectations, and develop unique insights to power better marketing across all devices, channels, localities, and brand experiences.

Context, in other words, takes not only the ‘who’ into account, but also the when, where, why, and how. Simply put, it’s deeper targeting and more on-point messaging.

Under the auspices of our client SDL, I recently authored a white paper, Why Context Is Essential to Digital Marketing (PDF download) that looks at marketing beyond the right message, to the right person at the right time. Contextual marketing goes further by considering the platform consumers are using; their physical location (perhaps, using iBeacon technology, down to the store shelf level); even real-time information such as atmospheric conditions (is it raining?) or geo-spatial movement (whether they are in a vehicle stopped at a red light, for instance).

What type of coupon should a customer receive? When, and for what type of offer? MGM Resorts makes these determinations contextually; sending offers to guests’ smartphones based on where they are on the resort property (which restaurant, shop, show, or casino) as well as in the context of their individual loyalty member status and stated interests.

Context in marketing can only be fueled by powerful, integrated technologies. Its components range from semantic technologies to machine learning and predictive analytics, customer data, product/service data, flexible, dynamic content, and journey-mapping.

Without a doubt, context is complex. Moreover it is growing in importance, not only because it’s increasingly technologically feasible and effective, but also because newer technologies (the Internet of Things and Beacons, for example) will enable additional layers of context to meet consumers’ growing expectations for contextually relevant experiences and messaging from the brands they interact with in an increasingly digital world.

Seems like such a simple question, until you start pondering the potential answers.

The question arose the other day in discussion with an agency client. We were discussing the competitive landscape; how a variety of digital agencies, PR agencies, and the brands they serve are all beginning to establish digital newsrooms.

“Real” newsrooms aside (à la New York Times, Wall Street Journal, and other news outlets), the term “newsroom,” like so many digital marketing terms, means many things to many people.

Conduct a search on Google and some media relations sites rank high, such as the Intel Newsroom. So does Red Bull’s Content Pool, constantly updated with a rich variety of extreme sports material, much of it premium and available for license to commercial media companies for a fee.

The Cisco Newsroom also ranks high for the term newsroom – it’s a hybrid technology news and company news site.

Other tech brands run what you’d consider more traditional newsrooms. Dell’s Tech Page One is branded content – but also the only branded content site that has passed Google News’ rigorous hurdles for qualifying as “real” news and making it into that feed.

Marketers at one major brand I know of were touring digital news publications last year, studying how their operations worked, in advance of setting up their own newsroom operations, while a direct competitor was hiring seasoned journalists to do exactly that in-house.

Those same journalists are also decamping to PR firms, which are setting up their own newsroom operations. Weber Shandwick’s mediaco and Edelman’s Creative Newsroom, which both launched last year, are newsrooms staffed by former newspaper, television and magazine staffers, as well as digital and content strategists, planners, analysts and syndicators. They’re creating not just “news,” but also content for owned and social media, as well as multimedia production.

Agencies can get hyper-specific with the definition and focus of a newsroom. Deep Focus’ social media newsroom Moment Studio creates Facebook content for Pepsi and Purina.

Adidas recently announced it will establish video “digital newsrooms around the world” for its shoe brands to tap into trending topics and real-time marketing.

Clearly, there’s no one definition of a digital newsroom, there’s not even a single defined purpose or function. Unless you’re an actual news organization, the purpose – even the reason for being – of a newsroom is governed by one principal only: content strategy.

All prognostications for 2014 (including my own) point to native advertising as A Big Thing to watch this year – and it is. The FTC’s December workshop thrust native into the spotlight, but nothing has amplified the fact that native advertising has arrived more than the New York Times launch of Paid Posts, its native product that launched this week with Dell as the first advertiser.

Late as the Grey Lady may be to the party (virtually all other members of the Online Publishers Association already have some form of native advertising on offer), the Times is the Times; a standard bearer in media, publishing and journalistic best practices.

Native advertising has been both delayed and controversial at the newspaper of record. Executive Editor Jill Abramson has expressed strong reservations. Publisher and Chairman Arthur Sulzberger Jr. very recently distributed a native advertising “manifesto” to staff.

So with the new product finally launched, I caught up with the Times’ EVP Advertising Meredith Kopit Levien to pose some questions about native advertising at the Times. Most are based around the best practice recommendations in my recent research on the topic of native advertising (download available here).

Q: Native advertising is highly labor intensive and requires “feeding the beast” with content. Your first advertiser, Dell, is led by Managing Editor Stephanie Losee, who has a very strong editorial background. Will the Times have difficulties finding other clients up to this challenge?

Levien: We see a lot of clients who have developed their own newsrooms or who have always-on content strategies. Social media gave everybody the opportunity to be a publisher. The amount of maturity in the marketing is growing. There are a whole lot of marketers who have an always-on content strategy. Using that in conjunction with the Times’ content division is how we’ll produce content. Intel [another enterprise with a very mature content organization] and a handful of others will launch this quarter.

Q: What formal policies does the TImes have in places around church/state divisions?

Levien: We’ll establish more over time. The brightest, clearest, most important is the newsroom is the newsroom. It does not touch [Paid Posts]. That will not change. That’s an important separation to keep. The others fall out from that. Also, Paid Posts carry a label and full disclosure.

Q: The Times is hiring freelancers to write Paid Post content. Can these same freelancers also write for the editorial sections of the paper?

Levien: That’s an evolving discussion.

Q: Dell’s commitment is three months. What about other advertisers’ commitments? And given this is a premium product, will you limit how many advertisers can run Paid Posts at any given time?

Levien: We are establishing minimums. We don’t want to do this as a one-off. We also require that all content be original, not repurposed for the Times. We’re not in any danger of the consumer thinking there’s too much of this on the site.

Q: If advertisers can’t bring their own content in, can they get your content to-go, so to say?

Levien: Once we co-produce the piece, the marketer can do with that what they want – the marketer has ownership. That’s the to-go model: using our content for their purposes.

Q: What metrics is the New York Times tracking to gauge the success of this program?

Levien: We are using an incredible vendor named SimpleReach. They have built a custom metrics dashboard. They give a marketer the same metrics the newsroom uses: pages, views, etc., also social referrals. How much traction is the content getting compared to editorial content? Secondly, is it trending on the social web, and if it is, what can we do to amplify it?

Q: Many publishers offering native advertising solutions, like Hearst and Buzzfeed, are offering training and educational programs to advertisers and agencies. Will the New York Times follow suit?

Levien: Certainly in the early months we’re going to do collaborative education with the partners we bring on. It’s not out of the question we wouldn’t turn that into a program. We have a lot of knowledge about how content moves through our platform.

Q: There’s a great deal of role confusion when it comes to native advertising. Brands, their advertising agencies, PR agencies – everyone is jostling for position in this space. Who do you anticipate you going to work with?

Levien: There is much more transition that will happen between paid owned and earned media. We’re mostly working with the brands, but there’s a huge role for the ad agencies and the PR agencies. Lots of brands have agencies who are helping to add to their content capabilities. We’ve tried to organize in a way that’s friendly to an agency buying.

Longtime readers know not to expect a list of annual “predictions” so prevalent in trade publications this time of year. After all, I’m an industry analyst. Un-endowed with the psychic abilities that would enable me to read crystal balls or entrails, I must instead rely on my innate powers of observation and analysis.

That’s not said casually. Observation and analysis of digital marketing and media is what I do. Based on industry movement, technology developments, and industry trends, these are the areas I’ll be watching most closely in the new year.

Enterprises Organize for Content The hue and cry up to a year or so ago from content marketing evangelists was “hire a chief content officer!” The sentiment behind this exhortation was and remains correct: content strategy is the foundation of content marketing. To create, maintain and enforce strategy, guidelines, processes, governance and guardrails are entirely necessary. However not every board is disposed to create a new C-level position. That’s why companies are taking seriously the need to organize for content marketing. Last spring we identified six real-world models. Expect to see companies begin to adopt these with some alacrity in 2014.

Native Advertising Will Surge Brands, publishers, agencies, technology vendors – virtually the entire digital advertising ecosystem has a stake in the ground when it comes to native advertising. The IAB and the FTC have chimed in with the beginnings of defining the space and the rules of engagement. Virtually all the members of the Online Publishers Association now offer some form of native advertising, and major brands are allocating budget for serious experiments. You’re going to hear a lot more about this form of converged media (paid + owned) in the coming months.

Real-Time Marketing Another form of converged media is real-time marketing, the strategy and practice of reacting with immediacy in digital channels. As more channels and media operate in real-time, and as real-time events such as television converge with digital channel on mobile and social media platforms, virtually all marketers will be challenged this year to define a real-time marketing strategy, and indeed to determine what real-time means for their organization and marketing efforts.

Content Marketing ‘Stacks’ Emerge It’s already happening. Adobe has formally announced what we’ve long known they would: their Marketing and Creative Clouds will merge. Oracle bought Compendium and Eloqua (expect Salesforce to do something very, very similar quite soon – ExactTarget isn’t quite in the content bucket). This trend indicates 2014 will usher in an important new chapter in content marketing maturity: end-to-end, cloud-based technology solutions similar to ad stacks, rather than the boutique array of much more limited solutions that are currently available. This matters not just as a technology play, but as something that will make content a safer and more integrated enterprise investment.

Media Continue to Converge Paid, earned and owned media continue to collapse into blended forms of marketing. This trend is only accelerating with consumer trends such as cord-cutting, that make platforms such as television even more digital than they formerly were. Concurrently, OOH signage and other forms of media are more digital, too, allowing owned content and forms of shared media such as tweets to circulate freely through media ecosystem.

Breaking Down Silos If number 6 comes as a surprise, you clearly haven’t read the first five trends. Media converging, a greater emphasis on content marketing, native advertising, real-time marketing and other blended forms of marketing means teams must collaborate more than every before. Goal alignment, resource sharing, and content portability – none of this happens internally, much less with vendor and agency partners, unless barriers and divisions are smashed. There’s no more time to wait. Silos must be abolished now.

Interoperability Much more than a byproduct of convergence, apps, gadgets, devices are becoming interoperable – seamlessly interoperable. AS a for instance, my personal fitness monitor smoothly syncs with my Android phone, laptop computer, iPad, Walgreen’s loyalty card, stand-alone weight and food trackers, and (if I wanted, which I don’t) with all my social media accounts. All this at the flick of preference radio buttons. The days or “either/or” “Mac/Windows” customer experience are over. Customers expect – and demand – seamlessness from their digital life.

More Mobile Yeah, we hear this every year, but mobile really has come to the fore. More smartphones and tablets are flying off the shelves than PCs and laptops, and mobile finally commands more consumer time than the boob-tube. This means new experiences, media strategies and (looping back to the top of the list) more content, real-time and native in marketing plans. “Mobile first” is no longer a hollow mantra. It’s really, actually true.

Measuring What’s Undefined Is this really a genuine trend? I hope it will be. There’s this unrealistic expectation in digital that everything’s measurable. It is, but not necessarily right out of the box. That’s why publisher metrics are applied to native advertising campaigns (though goals are widely divergent), and way too much stuff is measured in terms of “engagement,” which means something different to everyone who utters the term. A trend I’d really LIKE to see in 2014 is, in additional to all kinds of good metrics such as the ability to attribute ROI and measure accountably and aligned with goals, is a readiness to admit that it’s just too early to apply hard-and-fast, unalterable metrics to brand new stuff we’re all still trying to figure out. Square pegs, round holes.